Predicting the role of organisational listening and job resources in job engagement
Job engagement is defined as one’s enthusiasm and involvement in his or her job. Individuals who are profoundly engaged with their job are motivated by the work itself. They will, in general, work harder and more productively than others and are bound to create the outcomes that their clients an...
| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
| Published: |
Penerbit Universiti Kebangsaan Malaysia
2022
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| Online Access: | http://journalarticle.ukm.my/20381/ http://journalarticle.ukm.my/20381/1/47462-186945-1-PB.pdf |
| Summary: | Job engagement is defined as one’s enthusiasm and involvement in his or her job. Individuals who are
profoundly engaged with their job are motivated by the work itself. They will, in general, work harder
and more productively than others and are bound to create the outcomes that their clients and
organisation need. Although existing empirical studies have provided evidence that perceived
organisational support (POS) and supportive leader behaviour can significantly predict job
engagement, the effect of organisational listening on employee job engagement is still under
researched. Guided by the Job Demand-Resources (JD-R) model, this study proposed that
organisational listening is a vital predictor of job engagement. We analysed whether organisational
listening holds a more substantial statistical power than perceived organisational support and
supportive leader behaviour as job resources. We conducted an online survey that involved 207
employees from a Malaysian IT management consulting company. After analysing the survey data
through multiple regression analysis, the results showed that organisational listening was a significant
predictor of job engagement. Besides, organisational listening showed an incremental validity above
and beyond perceived organisational support and supportive leader behaviour in predicting job
engagement. These findings suggest that employees become engaged in their job when they believe
that the leader incorporates values and action to listen accurately and is supportive. Implications in
theoretical and practical perspectives were discussed. |
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